Collective turnover response over time to a unit-level shock.

This work provides a theoretical explanation for the mechanisms that can drive collective turnover in response to a unit-level shock by applying event systems theory to collective turnover. Specifically, we recognize the importance of modeling a disruption phase following a shock, the social mechanisms that influence the collective turnover response, and boundary conditions on the impact of the shock on the collective turnover response. We examine collective turnover following 239 general manager departures in a large U.S. retailer from 2012 to 2014 to observe how a unit-relevant shock affects the collective turnover response across time. In doing so, we identify and explain a potential delay before the disruption phase and the cumulative abnormal voluntary turnover that occurs in the disruption phase following a unit-level shock. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Individualized pay-for-performance arrangements: Peer reactions and consequences.

We contribute to understanding the previously unrecognized consequences of individualized employment arrangements on the relationship between pay and performance. Increases in the application of pay-for-performance (PFP) idiosyncratic deals (PFP i-deals) raise questions about how individualized PFP arrangements affect the performance of peers who do not receive such customized deals. As pay systems become more individualized, understanding the economic ramifications of how PFP i-deals affect peer performance is essential for understanding the total unit effects of implementing PFP i-deals. To examine these peer effects, we explored peer responses to PFP i-deals and identified boundary conditions on broad theoretical assumptions underlying the conclusion that PFP increases unit performance. We tested our predictions by applying multilevel random-coefficient discontinuous growth models to a sample of 451 peers nested in 117 business units of a for-profit health-care organization. Immediately after PFP i-deal implementation in the unit, the performance level of peers was negatively affected. Additionally, peer performance trends after PFP i-deal implementation were lower than they were before the PFP i-deal implementation. Our study also identified contextual factors that influence peer responses to PFP i-deal implementation. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Stargazing: an integrative conceptual review, theoretical reconciliation, and extension for star employee research.

Stars--employees with disproportionately high and prolonged (a) performance, (b) visibility, and (c) relevant social capital--have garnered attention in economics, sociology, and management. However, star research is often isolated within these research disciplines. Thus, 3 distinct star research streams are evolving, each disconnected from the others and each bringing siloed theoretical perspectives, terms, and assumptions. A conceptual review of these perspectives reveals a focus on the expost effects that stars exert in organizations with little explanation of who a star is and how one becomes a star. To synthesize the stars literature across these 3 disciplines, we apply psychological theories, specifically motivation theories, to create an integrative framework for stars research. Thus, we present a unified stars definition and extend theory on the making, managing, and mobility of stars. We extend research about how and why employees may be motivated to become stars, how best to manage stars and their relationships with colleagues, and how to motivate star retention. We then outline directions for future research.

A conceptual and empirical analysis of the cognitive ability-voluntary turnover relationship.

Despite much research into cognitive ability as a selection tool and a separate large literature on the causes of voluntary turnover, little theoretical or empirical work connects the two. We propose that voluntary turnover is also a potentially key outcome of cognitive ability. Incorporating ideas from the person-environment fit literature and those regarding push and pull influences on turnover, we posit a theoretical connection between cognitive ability and voluntary turnover that addresses both why and how voluntary turnover is related to cognitive ability. Integrating data from 3 different sources, our empirical analyses support the theoretical perspective that the relationship between cognitive ability and voluntary turnover depends on the cognitive demands of the job. When the cognitive demands of a job are high, our findings support the hypothesized curvilinear relationship between cognitive ability and voluntary turnover, such that employees of higher and lower cognitive ability are more likely than medium cognitive ability employees to leave voluntarily. With regard to jobs with low cognitive demands, our data are more consistent with a negative linear relationship between cognitive ability and voluntary turnover, such that higher cognitive ability employees are less likely to leave voluntarily. We also examine the role of job satisfaction, finding that job satisfaction is more strongly linked to voluntary turnover in jobs with high cognitive demands.

Collective efficacy, group potency, and group performance: meta-analyses of their relationships, and test of a mediation model.

The authors examined relationships among collective efficacy, group potency, and group performance. Meta-analytic results (based on 6,128 groups, 31,019 individuals, 118 correlations adjusted for dependence, and 96 studies) reveal that collective efficacy was significantly related to group performance (.35). In the proposed nested 2-level model, collective efficacy assessment (aggregation and group discussion) was tested as the 1st-level moderator. It showed significantly different average correlations with group performance (.32 vs. .45), but the group discussion assessment was homogeneous, whereas the aggregation assessment was heterogeneous. Consequently, there was no 2nd-level moderation for the group discussion, and heterogeneity in the aggregation group was accounted for by the 2nd-level moderator, task interdependence (high, moderate, and low levels were significant; the higher the level, the stronger the relationship). The 2nd and 3rd meta-analyses indicated that group potency was related to group performance (.29) and to collective efficacy (.65). When tested in a structural equation modeling analysis based on meta-analytic findings, collective efficacy fully mediated the relationship between group potency and group performance. The authors suggest future research and convert their findings to a probability of success index to help facilitate practice.